JEREMY P. JONES

718 W Trade Street, Unit 401, jeremypjones@yahoo.com

Charlotte, NC 28202 Cell (678) 481-9867

SENIOR BUSINESS PROCESS & PERFORMANCE IMPROVEMENT CONSULTANT

Process Optimization • Continuous Improvement • Project Management • Software Implementation • Change Management

IT Systems Integration • Business Process Modeling • Performance Improvement • Six Sigma & Lean Manufacturing

SUMMARY OF QUALIFICATIONS

Senior Consultant with eight years’ experience successfully implementing operational excellence methodologies to improve

business processes, and install management and process dashboards with real time process visibility. Business process and

performance improvement skills have been developed working with complex and enterprise heavy industries such as pulp and

paper. Worked with clients of all sizes throughout North America, and performance improvement gains in productivity,

quality, and cost were typically 10%-30% better than baseline performance. Hands on leader throughout the change process

with client and consultant team, converting over 80% of projects into additional work with client.

Managed multiple project teams, ranging from 3-6 consultants, on benchmarking/organizational assessments and large

scale operational excellence projects.

Ability to effectively communicate the project vision and goals to gain employee involvement at all levels, and to work

cohesively in achieving project objectives.

Led business process improvement teams with up to 15 stakeholders from multiple departments.

Expertise utilizing Six Sigma and Lean Manufacturing tools to drive process and performance improvement, these tools

include; brainstorming sessions, root cause analysis, 5S, SMED, perato analysis, fishbone diagram, value stream

mapping, and kaizen events.

Defined key performance indicators focused on process performance and organizational key success factors such as

cost, productivity, and quality.

PROFESSIONAL EXPERIENCE

VIP Freight Inc, Charlotte, NC 2013 - 2015

Process Consultant

Developed business processes and organizational structure for startup transportation and logistics company.

• Developed processes and metrics to measure performance in all company disciplines. • Personally led and implemented all improvement initiatives throughout startup phase of company to

ensure processes were meeting desired results. • Documented and trained all employees on process requirements and utilized an RACI matrix to determine

roles and responsibilities.

Facility Integrations, Atlanta, GA 2011 – 2013

Senior Consultant Senior consultant with consulting firm specialized in improving maintenance processes and equipment reliability. Served as on-site consultant tasked with developing business process model, clearly defining the maintenance steps, with detailed scope and objective for each; identification, planning, scheduling, execute, and analysis.

• Transformed planning and scheduling steps through business process improvement strategies such as; real time process visibility, clearly defined expectations, software training, SOP development, and implemented third party enterprise solution to improve automation of maintenance work schedule. Immediately reduced labor cost by 6M utilizing internal resources more effectively, lowering the need for contract labor to complete required work.

JEREMY P. JONES Page 2

• Developed key performance indicators with clients to measure process and departmental results with a continuous improvement framework for identifying gaps in performance with corrective action steps.

• Optimized enterprise platforms by closely collaborating with internal SAP resources and third party vendors to modify systems driving process improvements.

• Worked closely with upstream and downstream stakeholders in maintenance process to ensure holistic

objectives were met as business process model evolved to future state. • Deployed Lean and Six Sigma strategies to drive improved process efficiency including; SMED, 5S,

fishbone diagram, pareto analysis and time studies.

Poyry Management Consulting, Atlanta, GA 2007 – 2011

Project Manager / Senior Consultant / Consultant Directed performance improvement projects from initial concept and proposal through design, specification, installation, debug, and customer acceptance. Continual progression and growth from Consultant to Senior Consultant and ultimately to Project Manager.

• Analyzed, wrote, and accomplished improvement activities and strategies to address performance gaps, enterprise system deliverables, duplication issues, and business process optimization.

• Conducted business process analysis and identified financial opportunities related to undertaking

operational excellence project. Results were presented to perspective client’s senior management team. • Conceived new management systems to replace underperforming models. • Deployed Lean and Six Sigma strategies to drive improved process efficiency including; SMED, 5S,

fishbone diagram, pareto analysis and time studies.

• Managed teams of up to six consultants, ensuring the attainment of project objectives and performance

benchmarks, client satisfaction, and strengthening the client relationship.

• Delivered major cost reductions between $5-7M per project and most notably increased output by 10% for

client.

• As project manager and consultant, over 80% of engagements had additional work with client secured.

Dewolff Boberg Associates, Atlanta, GA 2005 – 2007

Senior Consultant Targeted as a senior and manufacturing operations consultant.

• Conducted business process modeling and analysis with client stakeholders. • Developed process metrics and management systems with clients that accounted for each commodity and

sku manufactured. • Deployed Lean and Six Sigma strategies to drive improved process efficiency including; SMED, 5S,

fishbone diagram, pareto analysis and time studies. • Successfully reduced cycle time by 25% for Boeing 777 Brojte department. Improvement opportunities

were indentified using SMED and conducting time studies.

• Traveled daily, performing due diligence, on-site visits, completing 3 projects and acting as team lead with 2 or 3 consultants working under my direction per project.

• Conducted business process analysis and identified financial opportunities.

Foodbuy/Compass Group, Charlotte, NC 2001 – 2005

Category Manager

• Evaluated and monitored vendor account specific data.

• Improved asset utilization process within business units. •Administered numerous projects involving category management, trade marketing, finance, profitability,

and employee development. •Managed a 200M annual spend budget.

EDUCATION

University of North Carolina at Charlotte-Industrial Psychology B.A.